A Conversation with John Q. Hammons

Coming to Springfield:
I came to Springfield in 1947. The population of Springfield at that time I think was about 53,000. And I came to town basically as a stranger. I could tell what was going to happen in Springfield. First, they decided to put the railroad east, parallel to what is now (Highway) 65. And I knew that 65 was going to be rerouted. And … that would allow for (Highway) 60 to be relocated, and Springfield would have a circle freeway.
When I saw the railroad changing and I saw the alignment of 65, I knew the development would go around … and that’s when I bought 675 acres – six farms – and I sat on it for 29 years before I started to develop it (into Highland Springs).
Another thing a lot of people do not realize – Branson and its expansion and growth have really meant a lot. I’m surprised how many places I go, they don’t know where Springfield is, but they all have heard about Branson.

Getting the Cardinals minor league club to Springfield:
I made up my mind that Springfield needed a ballpark, and they wouldn’t get a team unless they had a ballpark, and they wouldn’t get a good team unless they had a first-class ballpark. So I decided, whether I could afford it or not, I was going to build a ballpark. So I went to see the (St. Louis) Cardinals – (Cardinals General Manager Walt) Jocketty and (team President Mark) Lamping and a few others in personnel – and we had a nice three- or four-hour visit. They said, ‘We used to be in Springfield, and we probably should be back.’ … ‘If you ever tell anybody we’ve been talking about this, you will not get us. We’re not saying that we’re coming, we said that we might be interested, and if you build the ballpark you’re talking about, we might be interested in making a deal with you. But we’re not promising anything.’ So I had a little ray of hope. I said I’d spend $25 million, and it ended up being $32 million.

Selling techniques:
I’ve found that the best way to sell is to let the other person buy. High pressure is great, but it doesn’t do it all.

New developments:
By the way, something that hasn’t been announced but I’ll tell it here. I’m getting ready to build a big hotel in Phoenix, Arizona, right between the $400 million stadium for the football Cardinals that will be a new Fiesta Bowl headquarters, and in 2008 the Super Bowl will be there. Then, about 1,000 feet to the north there’s a big new $15 million arena for hockey and big events – seats 21,000. That’s a great location, so I’m going to build right in the middle of those... .
I’ve been five years trying to get into Lawrence, Kansas, and the University of Kansas; Kansas City’s growth is coming that way, and they have I-70. I called a friend of mine in Kansas City and said, ‘You’re a good birddog; you go and get me in there. I’ll pay you well if you’ll just find me a site.’ In two days he came back. What I didn’t know is that his father used to be with Hallmark. … So I’m going to build a Courtyard and we’re going to put in some convention space there. …
I’m getting ready now to build a condo hotel 400 feet taller than the Chateau (in Branson) called the Charlevoix and it’s going to be a great success. We’re building a $12 million spa at the Chateau right now.

Growing up during the Great Depression:
Well, I guess the worst day I ever had was seeing my parents lose the farm. That was something I had trouble with and I never forgot it. I guess that was the most profound thing that bothered me.

Lessons learned from first job:
I was planting corn behind two mules. And I quit at 5 o’clock the first day. And the farmer that employed me said, ‘You know what lad? You might do that in the city, but here in the cornfield we have to work until dark.’ Well, I think I worked until after dark, but I’ll never forget learning that lesson. A little extra work doesn’t hurt.

Life influences:
There was a fellow in Syracuse, New York – they called him Mr. Syracuse – and here was the best thing I learned from him. He owned a lot of stuff, but when he wanted to zone something, he’d go to the workers in the City Hall and he’d say, ‘I just couldn’t sleep last night. I’ve got this plan here and I can’t make it work. Could you see what’s wrong with my plan?’ And he’d get them involved and brag on them, and it wasn’t long before he got his zoning. Everybody is worth something to you. Don’t overlook that and don’t turn your back on people, because you may be working for them someday. It takes the little things to be successful. The best thing you can do if you’re trying to make a deal is go down to Wal-Mart, get yourself a great big gunnysack and put your ego in it, and then go try to make your deal.

Choosing the hospitality industry:
When people stayed all night, they paid. And the next day you had their money. So I learned to mind that pretty quick. But I always liked to create and develop things. And the reason we’re successful in the hotel business today is because we’ve learned to take care of the people – the customers. When you put that product out there, they will purchase that.

Finding economic success in capital and university cities:
Let me bear that out. After 9/11, … hotel companies just went down and they couldn’t help it. But I learned long ago that the stability of state capitals and universities is sound. Students always go to school, and you can’t fire the politicians, so it’s a given. That’s the reason we built, and after 9/11 we stayed above the line because we had 24 cities in which we had either a state capital or a university, and in nine of those we had both. That’s a double whammy for you when you’ve got both of them generating, so that really helps.
We finally learned one thing – don’t build anything unless there’s a market. I don’t care what it is. In the hotel business there’s got to be a market. Then you need to have the best site in that market, and then you’ve got to build the quality of the hotel which the market will accept and allow you to make a lot of money. It’s just that simple.

Spare time:
I didn’t know I had any.